SUMMARYSome of the main features of Bandura's self‐efficacy concept are presented. The importance of the concept to the work organization and to individual performance is discussed. A field study is described. The first part of the study involved the development of parallel versions of a scale to assess managerial self‐efficacy. Data concerning the psychometric properties of the parallel version of the scale show that they are reliable and independent of social desirability. The second part of the study provided evidence of the relationships between scores on the managerial self‐efficacy scale and supervisors’ ratings of managers’ performance. The results indicate that managerial self‐efficacy correlates with work performa